International Human Resource Management and HRD
| 1. Critically assess human resources strategies for organisations operating across national boundaries. |
| 2. Critically assess the people resources to meet international human resource needs, including expatriate selection, preparation, adjustment and repatriation. |
| 3. Analyse and critically evaluate the key HRD theories and develop concepts that have had or are influencing global leaders |
| 4. Demonstrate the ability to compare and contrast cultural models and relate these to modern International business problems. |
Overview
The module presents a comprehensive and thematic overview of the thinking and research evidence in the area of international Human Resource Management and Human Resource Development. As organisations have become more global the need to apply effective strategies and policies to survive and maintain competitive advantage has accelerated. In so doing, this module explores three main approaches to IHRM: cultural, comparative and international. The module will help develop your knowledge of the differences between domestic and international HRM for practitioners. You will identify and evaluate the HR challenges facing multinational enterprises, such as how national and regional differences affect the employment relationship and human resource management strategies at operational areas. As well, you will evaluate the development of global leaders by critically analysing HRD. Students will self-manage their studies with a view to develop your understanding and enhance their management practice at a global and international context. The assessment for the module will be an individual essay weighted at 100%. The module need the student to also do extensive reading.
Contacts
Alexandros Psychogios (Module Leader)
Room: C203
Alexandros.psychogios@bcu.ac.uk
Assessment
There is one form of assessment that will be used during the module. You will gain ‘formative feedback’ which will aid to your learning during the seminars and module set activities. This feedback is not recorded against your student record, but is to be used by you to improve your work further. This feedback will be gained from the tutors and peers. The second form of feedback is ‘summative’ assessment and will be the grade and feedback gained from the work you will submit at the end of the module.
For this module, the ‘summative assessment’ is based on the individual essay which you will submit online AS ONE PDF FILE at the end of the module. The essay will demonstrate the skills and knowledge you developed and acquired throughout the term.
Answer the following question using theories, concepts, frameworks and models. You also need to use academic evidence and work-based examples.
- HRM in Emerging Markets: Are the assumptions of HRM that we understand in the West applicable in other world regions? What are the major concepts, models, and theories of HRM in emerging markets contexts (Asia, Africa, Eastern Europe, Latin America) and how do these enrich our understanding of divergence/convergence perspectives? Your answer should be supported with academic-based evidence.
Suggested structure for your individual essay
This assignment is to be submitted as one document, as a PDF file – any other format uploaded is classed as a non-submission
Title page, including the name of the assessment, your name, your student id, module name, (International Human Resource Management and HRD), module code (HRM7043), your lecturer, and your submission date. Reference page
Final suggestions
– The assignment should be 3000 words in length
– The assignment should be word processed and double line spaced. Do not (ever) use bullet points (except on PowerPoint slides!)
– Use Arial size 11 point (this font and size) for your assignments.
– State the word count used in your document
– On each sheet, ensure you have page numbers in the format ‘Page x of y’ – see the footer in this assignment for an example.
– All work should be referenced in Harvard style format – there are hand-outs available on-line at the Library website if you are unsure about this.
– Do not use Wikipedia, Google, Googlebooks or Yahoo – the former is not peer assessed and the work is unreliable and the latter are search engines. Do not rely too heavily on Internet sources. There is no need for a contents page.
– Do use contemporary academic text books and academic journal articles (newspapers are not articles); use post-year 2000 academic work.
University Regulations
The word limit is for your coursework assignment, and does not cover material which is submitted as an appendix. Material submitted as an appendix provides background for your coursework, but it will not be marked unless specified in the brief. Also, it is important that you cross-refer between the main text of your assignment and any appendices, in order to demonstrate the linkage, and that the Appendices do not constitute additional material unrelated to that included in the body of your assignment. If you do not refer to this work in the Appendix, then this included work in the Appendices are not marked.
Your References page will not be included in the word count, but where you quote within the assignment (e.g. Smith and Jones (2010) identified that…) will be included in the word count.
Since your work is submitted in electronic format, you are required to declare the number of words used in your assignment. Your work will not be marked without this declaration. A random number of course works will be selected to check for adherence to the word limit.
If you produce less than or exceed the word limit by up to 10%, no action will be taken, though you may receive adverse feedback. If you produce less than or exceed the stipulated word count by more than 10%, a deduction of the mark awarded will be made to reflect that you have not met the assessment requirements.
Birmingham City Business School
International Human Resource Management and HRD – Module Code: HRM7043
Individual Assignment – First Attempt
Assessment Criteria:
| 0 – 39% Fail | 40 – 49% Fail | 50 – 59% Pass | 60 – 69% Strong Pass (merit) | 70 – 79% Very Strong Pass (distinction) | 80 – 100% Exceptionally Strong Pass (distinction) | |
| Criterion 1 Mark: | Critically assess human resources strategies for organisations operating across national boundaries | |||||
| There will be irrelevant material and the review will have failed to look at human resources strategies for organisations operating across national boundaries. They will have failed to consider the complexities faced by the human resource managers the challenges of dealing with certain HR issues. Students will have failed to review contemporary issues and changing patterns of work practices and looked at the cultural dimensions of organisations operating in a global environment and the impact these have on the HR function and the management of international organisations. The discussion will have failed to link among other things, organisational culture and the changing nature of society and the market place. There will be lack of use of contemporary literature and poor or no referencing.
| There will be little or no meaningful review of literature and very little or no meaningful review on human resource strategies for organisations operating across national boundaries. Students will have failed to review contemporary issues and changing patterns of work practices and looked at the cultural dimensions of organisations operating in a global environment and the impact these have on the HR function and the management of international organisations. There will be no link with the changing nature of society and the market place. Referencing will be very poor | There will be some basic review of contemporary literature and discussion on the contemporary issues relating the human resources strategies for organisations operating across national boundaries. There will also be some basic review of the complexities faced by the HR function and the challenges of dealing with certain HR issues. Students will have failed to review contemporary issues and changing patterns of work practices and looked at the cultural dimensions of organisations operating in a global environment and the impact these have on the HR function and the management of international organisations. The discussion may have linked with the changing nature of society and the market place. There will be some academic rigour. | There will be a good and critical review of contemporary literature and some critical review of the issues of the complexities of HR strategies for organisations operating across national boundaries. Students will have presented a limited review on the contemporary issues and changing patterns of work practices and looked at the cultural dimensions of organisations operating in a global environment and across national boundaries and the impact these have on the HR function and the management of international organisations. The discussion will may have linked with the changing nature of society and the market place. Examples will have been drawn from some parts of the world and multi-cultural and cross cultural issues will have been reviewed and the challenges these pose to the nature and role of the HR function and how organisations are managed. There will be good academic rigor. | There will be a detailed critical review of contemporary literature and detailed discussion on various HR issues and challenges facing organisations across borders. A detailed review of the complexities and challenges of HR strategies and functions in organisations across borders will have been critically discussed. Students will have done a critical review of contemporary issues and changing patterns of work practices and looked at the cultural dimensions of organisations operating in a global environment and the impact these have on the HR function and the management of international organisations. There will be very good examples drawn from and comparisons made from different parts of the world. The issues of cross cultural management in the workplace will have been reviewed and discussed in detail. | There will be a very detailed and comprehensive critical review of contemporary literature. There will be comprehensive review of the complexities faced by the HR function and the challenges of dealing with certain HR issues across national boundaries. Students will have done a critical review of contemporary issues and changing patterns of work practices and looked at the cross cultural management and cultural dimensions of organisations operating as multi-national enterprises, international and globally companies and the impact these have on the HR function. There will be detailed examples drawn from different parts of organisations operating from across national borders. Issues related to multi-culturalism will have been critically reviewed and the impact they have on the HR function and how organisations are managed. | |
| Criterion 2 Mark: | Critically assess the people resources to meet international human resource needs, including expatriate selection, preparation, adjustment and repatriation. | |||||
| Students lack understanding of people resources to meet international human resources needs on procedures and processes towards expatriate selection, preparation, adjustment and repatriation and where these are presented, they will be too broad and without any focus. There will be too many generalisations with very little or no evidence of research and/or understanding of the processes and procedures used by organisations. Students will have failed to provide examples of the processes and procedures used such as recruitment, induction, retention. They will have failed to answer questions or provide explanations.
| There will be little understanding of the HR processes and procedures towards expatriate selection, preparation, adjustment and repatriation Students will have failed to provide examples of the processes and procedures used when recruiting, inducting, retaining and developing international human resources. There will be lack of critical evaluation with mere of descriptions of the processes and procedures. There will be little evidence of supporting evidence. They will have made little or no attempt to answer questions and/or given insufficient explanation. | Students will have shown some understanding and assessed the HRM approaches, processes and procedures towards expatriates. The approaches, processes and procedures will include most or all of the following; recruitment, induction, cross-cultural training and development. Students will have presented in a coherent manner. There will be some evidence supporting evidence. They will have made some reasonable attempts to answer questions and/or provide explanations. | Students will have demonstrated good understanding of expatriation and repatriation approaches. They will have drawn from the organisation’s actual HR policies that inform the various processes, procedures and stages and highlighting where elements are informed cultural training and development. To this end, students will have to some extent, critically assessed issues such as; the impact and difference of national culture, investigating cultural implications based on such theorists as Hofstede, Trompenaars, evaluated the implications of expatriation and repatriation based on theories of Ghoshal and Bartlett, Perlmutter etc. The use of practical examples (anonymised) will have been used to illustrate understanding. There will be good evidence of other supporting evidence. They will have given reasonable answers questions and/or provide good explanations. | Students will have demonstrated detailed understanding of expatriation and repatriation approaches and critically assessed the processes and procedures and how they relate to the organisation’s strategic objectives. They will have developed an in depth critical analysis and evaluation linking the cultural theories to the impact of comparative HRM towards expatriation and repatriation of managers. The assessment will include (but are not confined to): a detailed in depth analysis to aspects of global and local resourcing of the expatriate to HCN and TCN, and managers repatriating back to the PCN. The use of a practical examples (anonymised) will have been used to illustrate understanding. There will be detailed supporting evidence and will have given detailed answers to questions and/or provide good explanations.
| Students will have comprehensively and critically assessed the HRM’s approach to expatriation and repatriation The issues of, recruitment and selection, development of global leaders and expatriates will be critically reviewed. There will be very detailed supporting evidence provided to develop excellent answers and/or explanations.
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| Criterion 3 Mark: | 3. Analyse and critically evaluate the key HRD theories and develop concepts that have had or are influencing global leaders | |||||
| Students will have failed to review contemporary HRD issues that relates/influence the development of global leaders They will have failed to evaluate tasks associated with global leadership related to their competencies Learners will have failed to ensure that their work is current by researching recent cases and reflecting any changes to the leading organisations in the global environment There will be very little if any, evidence of wider reading and independent research. They will have failed to answer questions or provide explanations.
| Students will have done very minimal and insufficient review of the contemporary HR issues that relates to the development of global leaders to MNE organisations and the impact they have contextualised to the organisation that is the subject of the discussion outlining the characteristics of its own culture. They will have failed to evaluate but only described some training and development in context. Their work will not be current by researching recent cases and reflecting any changes to the changing environments globally that can have influence and impact on the development strategies for global leaders. They will have made little or no attempt to answer questions and/or given insufficient explanation. | Students will have in a basic manner described some contemporary HRD issues mapping the boundaries of global HRD. They will have done some basic evaluation of how governments and international organisations develop global HRD systems taking into consideration the development of global leaders via activities such as cross-cultural training, cultural reorientation, and foreign language and relocation services. There will be some currency in their work by researching some recent cases and reflecting any changes to the global framework and may have failed to give some consideration to tasks associated with global leadership. There will be some supporting evidence. They will have made some reasonable attempts to answer questions and/or provide explanations. | Students will have done a good evaluation of contemporary HRD issues that relates to the global leaders and the impact they have contextualised to the organisation that is the subject of the discussion outlining the characteristics of its own culture with criticism of the issues discussed. They will have to some extend evaluated global HRD, comparative HRD and national HRD (i.e. mapping the boundaries of global HRD). There will be evidence that their work is current by researching recent cases and reflecting any changes to the global framework and may have failed to give some consideration (but are not confined to): cross-cultural training, cultural reorientation, and foreign language and relocation services. There will be good evidence of other supporting evidence. They will have given reasonable answers questions and/or provide good explanations. | Students will have critically evaluated in detail contemporary HRD issues that relates to the selected organisation and how they deal with global leaders’ development. They need to evaluate the impact they have contextualised to the organisation that is the subject of the discussion outlining the characteristics of its own culture. They will have critically and in-depth evaluated tasks associated with global leadership and the competencies of global leaders, the limitations of global leadership development programmes; considering the immutability of such characteristics as KSAOs. This can also be linked to the expatriate development; taking into consideration the aspects of cross-cultural and development of expatriates Their work will be very current and up-to-date as evidenced by their use of recent cases and reflecting any changes to the global context. There will be detailed supporting evidence will have given reasonable answers questions and/or provide good explanations. | Students will have provided a comprehensive critical evaluation of contemporary HRD issues that relates to the selected organisation and the impact they have to global leaders and expatriates contextualised to the organisation that is the subject of the discussion and provided a detailed outline the characteristics of its own culture. They will have provided an in-depth critical evaluation of cross-cultural training and development for global leaders and expatriates. There will be evidence from very recent cases taken from different countries and reflecting changes and limitations/implications of global leadership development programmes. There will be very detailed supporting evidence and they will have provided excellent answers and/or explanations. | |
| Criterion 4 Mark: | Demonstrate the ability to critically compare and contrast cultural models and relate these to modern International business problems. | |||||
| Student has failed to provide a critical reflection but may have merely stated in general terms, the different elements of culture related to modern international business problems. There will be lack of evidence of putting the study of culture into context, i.e. within internationalised companies – these could be MNC, MNEs or Global companies. | The student may have done some very basic description that may not be critical and there will be many generalisations without specific reference to the theories of culture and the relationship to comparative management approaches. | There will be some analysis presented with some critical reflection but much will be descriptive. There will be some generalisations with minimal application to the international business. There will also be some critical attempt on effects of different key cultural models, but these are likely to be lacking detail There will be some discussion on the challenges and opportunities of national cultures and organisation. | There will be good critical evaluation on the key dimensions of culture and the GLOBE study on leadership as one of the contemporary models on culture. There will also be good critical analysis management and IHRM implications of Hofstede’s dimensions of national cultures. | There will be an in depth critical analysis on the different dimensions of cultures and their implications to international business. The students may develop a discussion relating the theories to different approaches of IHRM processes. The students can also relate the discussion to expatriates and global leaders. The discussion should be applied to the contemporary IHRM roles in international business. Demonstration of wider and independent research of current research to ne demonstrated | There will be comprehensive critical reflection on the different dimensions of cultures and their implications to international business. The students may develop a discussion relating the theories to different approaches of IHRM processes. The students can also relate the discussion to expatriates and global leaders. The discussion should be applied to the contemporary IHRM roles in international business. Demonstration of wider and independent research of current research to ne demonstrated | |